Structuring Feedback Sessions

𝗛𝗼𝘄 𝗜 𝗴𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗰𝗿𝘂𝘀𝗵𝗶𝗻𝗴 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝗰𝗲 𝘁𝗼 𝗺𝘆 𝗧𝗲𝗮𝗺? There was a phase where I thought “good feedback” means being direct. So I was direct. And slowly, I started noticing something painful. People were doing the work. But they were shrinking.  • They stopped sharing drafts early.  • Stopped asking questions.  • Stopped taking bold ownership. Not because they were weak. Because feedback started feeling like a verdict, not guidance. That’s when I learned something as a founder and as a leader: 𝗠𝗼𝘀𝘁 𝗽𝗲𝗼𝗽𝗹𝗲 𝗱𝗼𝗻’𝘁 𝗳𝗲𝗮𝗿 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸. 𝗧𝗵𝗲𝘆 𝗳𝗲𝗮𝗿 𝘀𝗵𝗮𝗺𝗲. So I changed how I speak. Here’s the structure I use now: 1. Name the intention first “I’m saying this because I want you to grow here.” 2. Talk about the behavior, not the personality Not “you’re careless”, But “these details were missed.” 3. Make the impact clear “This affects trust, timelines, and how the team relies on you.” 4. Ask for context before judgment “What made this hard?” Honestly, Sometimes it’s overload. Sometimes it’s unclear expectations. 5. Set the next standard in a simple, repeatable way “Next time, use this 2 minute checklist. And share the draft earlier.” 6. End with belief “I’m telling you this because I trust you can handle it.” 𝗜𝗳 𝘁𝗵𝗲 𝗽𝗲𝗿𝘀𝗼𝗻 𝗹𝗲𝗮𝘃𝗲𝘀 𝘁𝗵𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝗳𝗲𝗲𝗹𝗶𝗻𝗴 𝘀𝗺𝗮𝗹𝗹𝗲𝗿, 𝗜 𝗹𝗲𝗱 𝗶𝘁 𝘄𝗿𝗼𝗻𝗴. Feedback is not a punishment. It’s a leadership tool to build people who stay confident while getting better. #Leadership #TeamCulture #Management #Founders #PeopleFirst

Ensuring Students Act on Feedback Feedback is only as valuable as the action students take in response to it. Too often, feedback becomes a passive exchange,teachers give comments, students glance at them, and then move on to the next task without making meaningful improvements. To truly accelerate progress, we need to create structures that ensure feedback leads to independent development. Here’s how: 1. Build Dedicated Feedback Lessons into Your Scheme of Work If feedback is to be effective, there must be time for students to engage with it properly. This means moving beyond a quick ‘read your comments’ approach and embedding dedicated feedback lessons into the scheme of work. By protecting this time within the curriculum, feedback becomes a continuous, structured process rather than an afterthought. 2. Use Targeted and Specific Feedback Vague comments like ‘be more analytical’ or ‘develop your explanation’ don’t give students a clear direction. Instead, feedback should be precise and actionable. For example: • Before: ‘Your analysis is weak.’ • After: ‘To strengthen your analysis, explain why this event was significant and link it to a wider consequence.’ Or Pose questions to help students develop their answer or guide them to the correct knowledge. Pairing feedback with examples or sentence starters can help students apply improvements more effectively. 3. Teach Students How to Use Feedback Students need to be explicitly taught how to engage with feedback. This includes: • Modelling the process – Show students how to act on feedback by walking them through a worked example. • Guiding self-reflection – Use prompts like, ‘How does my answer compare to the model? Where can I improve?’ • Encouraging peer support – Structured peer review can help students identify strengths and areas for development before teacher intervention. I often like to highlight a weak paragraph in a green box so students know what area to precisely improve/re-write, as you can see below. 4. Use Feedback Trackers to Monitor Progress Instead of feedback disappearing into exercise books, encourage students to keep a feedback tracker where they record teacher comments and their own reflections. They can then set targets for the next piece of work and review previous feedback to ensure they’re improving over time. Feedback is most powerful when it becomes part of the learning process, not just an add-on. By allocating time in the curriculum for feedback lessons, making guidance explicit, and encouraging students to take ownership, we can transform feedback from words on a page into meaningful improvement. The ultimate goal? Students who no longer just receive feedback, but actively use it to progress.

Stop asking clients "what's your feedback?" Well, I don't mean don't ask for feedback. Obviously you should. But "what do you think?" is an open invitation to chaos. I made a small cheat sheet in Framer that you can bookmark for your next design review. Every designer has lived this meeting: you present refined brand concept and someone reopens the logo discussion. Someone else mentions a competitor. The color debate starts again. Suddenly the entire project is back at square one and you're playing design ping-pong with six people who all have different opinions about blue. The problem is that nobody defined WHAT kind of feedback the work actually needs right now. One trick I learned at IDEO is naming the feedback mode at the beginning of every session. Not "any thoughts?" but what kind of thinking we're doing today. Here's the framework I use: [Inspire mode] When we're exploring what the brand could become, ask questions like: → Which references feel closest to your ambition? → Which ones feel completely wrong? → Where should this brand sit culturally — more institutional or more experimental? [Challenge mode] When we need to stress-test the concept, ask: → Does this feel too safe or too bold for where the company is today? → What objections would users or investors raise? → Would this still feel right if the company scaled 10×? [Decide mode] When it's time to commit, ask: → Which direction best reflects the company's future, not just today? → What trade-offs come with this choice? → If we shipped this tomorrow, would you defend it publicly? [Refine mode] When the direction is right but the details need tuning, ask: → What parts feel strongest? → Where does something feel slightly off — even if you can't articulate why? → Where do you want more clarity or emphasis? [Polish mode] When the work is almost ready to ship, ask: → Anything unclear before launch? → Are there key use cases we haven't stress-tested? → Anything that makes you nervous about rollout? Once I started doing this, feedback sessions stopped being fight-or-flight situation. And the framing can be very simple in practice! For example: “For this review I’d love to stay in inspiration mode. I’m not looking for approval yet — I’m trying to understand what territory feels right for the brand. Which of these directions feels closest to your ambition, and which ones feel completely wrong?” Or later in the project: “Today we’re in refine mode. The concept is already chosen, so I’m mostly looking for signals on details — what parts feel strongest, and where something feels slightly off.” A tiny shift in framing, but it changes the entire conversation. I hope it might save you from at least one unnecessary “i don’t like this shade of blue” debate!

A lot of trainers run a great exercise… and then waste the learning moment that follows. The debrief is where performance improvement actually happens. But too often we get generic reflections: “Yeah, that was good” or “Interesting exercise.” None of that helps anyone perform better back on the job. A simple tool I use in almost every session, face-to-face or virtual, is the Feedback Grid. It structures the debrief so delegates can evaluate the outcomes of an exercise, not just how it felt. Here’s exactly how to use it straight after an activity: 1. Set up the 4 quadrants before the exercise Worked Well (+) Needs Change (Δ) Questions (?) New Ideas (💡) By having it visible from the start, delegates know there will be a structured review, not a free-for-all discussion. 2. Immediately after the exercise, ask individuals to add notes Give everyone 2–3 minutes to jot down their thoughts in each category. This stops dominant voices from setting the tone and gives you a broader view of what actually happened. In a virtual room, this is as simple as shared online sticky notes. Face-to-face, use flipcharts or a whiteboard. 3. Analyse the activity, not the activity’s “vibe” This is where most trainers go wrong. We’re not asking whether they “liked” the exercise. We’re capturing what the exercise showed about their skills, behaviours, and decision-making. Examples might include: Worked Well: “Clearer roles helped us move faster.” Needs Change: “We didn’t communicate early enough.” Questions: “How do we apply this under time pressure?” New Ideas: “Create a decision checklist before starting.” These are performance insights, not opinions. 4. Turn the grid into next-step actions Once patterns emerge, summarise 2–3 practical actions they can take into the workplace. This is where the ROI sits. The exercise becomes a rehearsal, and the grid becomes the bridge to real work. 5. Keep the pace tight A structured debrief shouldn’t drag. Five to eight minutes is enough to turn a simple exercise into a meaningful learning moment. When used properly, the Feedback Grid transforms exercises from “fun activities” into performance diagnostics. That’s the whole point of training, to improve what people do, not what they think about the training. What do you use for this? -------------------- Follow me at Sean McPheat for more L&D content and then hit the 🔔 button to stay updated on my future posts. ♻️ Save for later and repost to help others. 📄 Download a high-res PDF of this & 250 other infographics at: https://lnkd.in/eWPjAjV7

It's performance review season, which means clients are nervous about the same thing: "I need to give tough feedback, but I don't want to hurt them. How do I be honest without being harsh?" Clients feel stuck in an impossible choice between: ▪️ being kind OR being candid ▪️ caring about someone OR holding them accountable ▪️ being seen as nice OR being effective. The tension is real… but there is a way out. Effective feedback lives in what polarity theory calls "the third way" – the space where compassion and accountability aren't in opposition, but instead overlap. 🔹🔹 Here are 5 techniques to try: 1. Check yourself Some self-reflection is key. Ask yourself: Am I trying to help this person grow, or am I venting my frustration? What assumptions am I making about their motivations? Can I approach this with genuine curiosity? Your energy matters as much as your words. Even a brief reflection will help you show up more centered and connected. 2. Ground yourself before the conversation Before the conversation – take 30 seconds to feel your feet on the floor. Notice your breath. Feel your body. You can't deliver grounded feedback if you're anxious. People feel your nervous system before they hear your words. 3. Use the COIN+ structure I added a “+” to this popular feedback framework: ▪️ Connection/Context: Connect with the other person so they feel safe. Set up why you're having this conversation. ▪️ Observation: Describe what you saw (facts, quotes or patterns from 360 feedback, not interpretation). ▪️ Impact: Share the effect it is having on others or on bottom-line results ▪️ Next Steps: Agree on the path forward – what needs to shift ▪️ + Inquiry: Ask for their perspective along the way 4. Use "AND" to hold complexity AND is a magic word. It acknowledges complexity and nuance. It creates space to include their truth and yours. "I hear that you feel like you achieved all your KPIs, AND I see from the 360 results your team feels that you are not communicating proactively or delegating effectively." The word "but" erases. The word "and" includes. Feedback isn't about being right – it's about understanding together so we can chart the way forward. 5. Lead with curiosity, follow with clarity The most effective feedback balances two things: ▪️Genuine care for the person (they feel your support) ▪️ Clear expectations (they know exactly what needs to change) When you lead with "help me understand what happened," you create safety. When you follow with "here's what I need to see going forward," you create clarity. 🔹🔹 That combination – curiosity + clarity – is the third way. You don't have to choose between caring and accountability. You get to do both. (Image is part an actual client polarity map) When you show up grounded, clear, and genuinely curious, feedback becomes a gift, not a weapon. What's your biggest challenge with feedback? Leave a comment and I will share an idea about what might support you to lean in this year.

We overhauled the way we do feedback, and it’s transformed the company. Here’s how: We are kind of obsessed with feedback at Koru Kids. I think it’s essential to personal development and teamwork. But it took us a few iterations to land on a great system. Initially, we tried written 360 degree feedback. This had 4 problems: 1. People didn’t write that much - you don’t get much detail or many examples 2. And you can’t ask follow up questions when it’s written 3. Negative stuff came across really harsh at times, which was dispiriting 4. Plus there’s just something about writing stuff down that makes people go weirdly formal All in all, it wasn’t the empowering, trust-building experience we wanted it to be. So we tried an experiment, and we’ve never looked back. These days, all our feedback is given ‘live’ in a session held every quarter. - The subject decides who to ask for feedback, and gives them some questions to think about - Then, on the day, the subject sits in a private Zoom with their manager - One by one, each colleague comes in and answers the questions - The manager’s role is to take notes and manage the Zoom waiting room so the subject can concentrate on listening - At the end, the subject and the manager discuss the ‘themes’ that have emerged in the session Doing it like this has solved ALL FOUR of our problems: → It’s easier to speak than write, so people give WAY more detail → We can ask clarifying questions, so we really understand the feedback → People still give ‘constructive’ feedback, but they phrase it gently so it lands far better → The whole interaction feels very real, which builds trust I find new joiners usually dread their first feedback session…. but feel AMAZING afterwards. There’s nothing like knowing that you know exactly what’s on your team’s mind about your work. For a taste of this, check out the message Rebecca shared on our internal Slack. (Shared with permission.) I love creating people systems that make the world happier. Feel free to steal this one! What’s been your experience with feedback? 🔄 Repost to share the idea, and follow Rachel Carrell for more like this

Most feedback doesn’t fail because it’s harsh. It fails because it’s useless. If the other person can’t tell you what to do differently on Monday, it’s not feedback. It’s noise. Here are 5 frameworks I’ve used for 20 years that work: 1) SBI-DB-II Situation → Behaviour → Impact → Desired Behaviour → Immediate Implementation Use when you want feedback that is specific and actionable, not just descriptive. 2) CEDAR Context → Example → Diagnosis → Action → Review Use when you need to understand the why, not just correct the what. 3) AID Action → Impact → Desired outcome Use when you need a simple, memorable model that keeps the conversation concise. 4) BOFF Behaviour → Outcome → Feelings → Future Use when the emotional impact matters and you want to protect the relationship while raising the standard. 5) Pendleton What went well → Reinforce → What to improve → Suggest → Agree actions Use when you want the other person to own their development, not just receive a verdict. Here’s the caveat: No model works if you’re not ready to: ↳ Care genuinely ↳ Make space for their side ↳ Challenge your own story ↳ Listen without rehearsing your reply ↳ Agree on a next step you’ll both follow through on The model is the structure. Your intention is the power. Which one do you use most? ♻️ Repost to help someone give better feedback And follow Andrea Petrone for more. ----- 📌 We’re opening doors to WCL21, the first private and exclusive community for CEOs. Request your invitation: https://lnkd.in/euiRRpBg

Seek first to understand. Then to be understood: Awkward feedback can shut down a coaching relationship fast. Not because people are unwilling to hear. But because most feedback is unstructured. If you coach, manage, or lead people, you've seen (and probably gave your fair share of) feedback. And I’d venture to guess that most of it was vague, untargeted, and impossible to act on. I just wanted to share… Something I've noticed… In general... Sound familiar? Feedback needs an anchor. A container that makes it usable. Here are 8 feedback models I keep in my coaching toolbox. And when I use each: 1/ GROW (Goal-Reality-Option-Will) ➤ Use when the feedback is really a decision conversation. 2/ SBI (Situation-Behavior-Impact) ➤ Use when you need clean, specific, non-dramatic feedback. 3/ Feedback Sandwich ➤ Use sparingly (like cologne). ➤ Works only when the middle is specific. 4/ Pendleton’s Rules (Self-assess first) ➤ Use when you want to foster ownership. 5/ DESC (Describe-Express-Specify-Consequences) ➤ Use when a boundary needs to be set and maintained. 6/ Start/Stop/Continue ➤ Use when someone needs a reset. 7/ Feedforward (Focus on future) ➤ When defensiveness or shame blocks learning. 8/ Build-Up Model ➤ When confidence is low, but potential is high. Quick guide on choosing the most appropriate model based on your desired outcome: Decisions → GROW Clarity → SBI Motivation → Feedback Sandwich Boundaries → DESC Defensiveness → Feedforward or Pendleton Behavior change → Start/Stop/Continue Confidence → Build-Up Being good at feedback isn't about being nicer. It's about being structured. And structure is kindness. It tells the other person: I care enough to be clear. 🖇️ If you coach, lead, or manage people, save this for future reference. ____ Join my free career coaching masterclass: https://lnkd.in/epyeuSwU ♻️ Share to improve feedback

6 feedback frameworks every leader needs to master. (Most people only know one) Giving feedback is one of the hardest parts of leadership. Say too little and nothing changes. Say too much and you crush someone's spirit. The secret? Having the right framework for the right moment. Use these 6 powerful approaches to transform how you give feedback: 1) COIN – For Behavior Correction ↳ Context, Observation, Impact, Next Steps. ↳ Perfect when you need to address something that went wrong without making it personal. 2) BOOST – For Positive Reinforcement ↳ Balanced, Objective, Observable, Specific, Timely. ↳ Because vague praise like "good job" means nothing. 3) GROW – For Coaching Conversations ↳ Goals, Reality, Options, Will. ↳ Helps your people find their own answers instead of you handing them solutions. 4) FEED – For Constructive Feedback ↳ Facts, Effects, Expectations, Development. ↳ Keeps difficult conversations grounded in what actually happened. 5) CEDAR – For Performance Reviews ↳ Context, Examples, Diagnosis, Action, Review. ↳ Makes annual reviews feel useful instead of dreaded. 6) 360-Degree Review – For Career Development ↳ Gathers input from all directions. ↳ Gives your people the full picture of how they show up. After 20+ years of leadership, I’ve learned: The framework matters less than the intention behind it. If your people know you genuinely care about their growth, they'll receive even tough feedback as a gift. If they sense you're just checking a box, no framework will save you. Choose the right tool for the moment. Lead with kindness. And watch your team transform. Save this cheat sheet. You'll need it. ♻️ Repost to help someone in your network. Follow Eric Partaker for more leadership insights. — 📢 Want to Become a World-Class CEO? Our next cohort of The Founder & CEO Accelerator starts January 21st. Join a powerful network of 50+ CEOs who've already signed up. LIMITED spaces available. Learn more & apply now: https://lnkd.in/eM4YriAD P.S. Want a PDF of my Feedback Cheat Sheet? Get it free: https://lnkd.in/etukchnM